Law Firm Chief Strategy Officer SummitEnabling business transformation via the facilitation of strategy development and execution
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Expectations are changing. And along with it we see change concerning how law firms interact with clients, how work is managed, tracked, priced… as well as how law firms brand and position themselves within the marketplace.
Technology is enabling new ways of working, new practices, new relationships with clients, and even new business models.
Forward-thinking in-house counsel are also leveraging technology and alternative legal service providers to drive new frameworks for handling their own legal work — improving service delivery and outcomes.
With so many relatively new pressures on law firms—both financially and operationally, we are now beginning to see another new role coming to the fore...the law firm Chief Strategy Officer.
Much like the rise of the Pricing Director following the recession, a number of forward-thinking law firms have created the Chief Strategy Officer role in response to market pressures—from both clients as well as other (new) entrants into the legal competitive landscape. Working within the C-Suite, we can assume that the primary role of the “CSO” involves the facilitation of strategy formation and development, enabling a more nimble enterprise, capable of the sort of business transformation that many law firms are grappling with at present.
Ark Group’s Chief Strategy Officer Summit will address what law firms are doing strategically to survive, if not thrive in today’s shifting and constantly evolving legal business ecosystem.
Attendees will hear from their peers concerning some of today’s strategic challenges of dealing with partners, messaging and culture—while ensuring an adherence to a primary strategic framework—balancing short-term decision-making with long-term goals.
Who is actually driving firm-wide strategy—ensuring that the firm is moving in the direction of its stated goals?
We are in the midst of an evolution of law firm management, client engagement, marketing, and growth strategy—largely fueled by disruption and other external forces driving change in the practice and business of law.
What are the implications of such disruption on law firm strategic planning and execution? How is your firm dealing with a risk-adverse culture and overcoming inertia within the organization? How can you help your firm get to “the future” first?